(Change of company name)Leading the ISO27001 certification program and implementing cloud platform operational and support services

Leading the ISO27001 certification program and implementing cloud platform operational and support services

The Exomnia creator platform and marketplace unlocks data-driven insights for commercial real estate.With a cutting-edge modularised approach to analytics, you have the freedom to create, customise, or simple plug and play with a range of custom-built CRE analytics packages that leverage industry-leading data sets.Started up by Joanna Marsh and Will Cosby, with co-founders Bonnie Roche and Rick Wesley, the company has been in stealth mode for over 12 months, building the PoC platform that is now in operational use in a leading Australian property company, with interest from other property companies, prop-techs and VC firms.We've landed our first round of VC funding and are now accelerating development and marketing, building out the product and the team to hit our vision and strategy of being the leading analytics platform in the market.

Expanded role to include establishment of Enterprise Systems team. Developed a functional business operations-focused team structure and enhancement delivery capability based on Agile Kanban principles. Recruited Salesforce-based team members to support and enhance existing systems.

Leading the newly established ePMO capability to realise business value through transformation.Established a project and program governance framework based on Prince2 and a project delivery methodology leveraging Agile sprint principles. Recruited project delivery specialists to operationalise the project delivery lifecycle, focusing on Salesforce-based enterprise systems.

With a small geographically dispersed agile-based PMO team reporting to me and working with a regional Centre of Excellence team of architects, developers, infrastructure managers and vendors I was responsible for the delivery of a $45M multi-country digital commerce, customer experience and retail shop point-of-sale platform replacement program in Asia Pacific. Projects were successfully delivered in Malaysia, Singapore, Philippines, Indonesia, Japan, Korea, Thailand, Vietnam and Australia/New Zealand. Following delivery and hand-over I worked with country Digital and IT teams to effect smooth migration to production support and enhancement development of the new digital experience capability.Key achievements:• Established and led the successful execution of 10 digital commerce delivery projects across 11 countries over 4 years accounting for over US$2.5B sales and improved customer satisfaction ratings Worked with key internal stakeholders, vendors and regional IT teams to deliver on time and to budget.• Delivered a hybrid waterfall/agile program and project delivery methodology that managed resources, risk, schedules and budget to deliver a highly complex standardised and market-customised web/mobile commerce and point of sale solution in multiple countries.• Aligned local and regional procurement, legal and vendor management across 11 countries to optimise vendor contracts and leverage scale• Established and led the technical (infrastructure, solution architecture, design, development, integration and security) and project delivery governance Centre of Excellence resulting in reduced project delivery and operational cost, reduced risk, faster delivery and improved customer satisfaction.

Working with the Regional CIO I planned and managed the Asia Pacific Regional IT operations budget of $10M annual opex. Worked with country IT operations teams to align Global, Regional and country strategy, operations and project delivery.Key results:• Developed and gained approval for a new Regional IT organisation model and capability matrix covering over 100 staff in 11 countries• Prepared and gained approval for the annual Regional IT opex (US$10M) and capex ($10M) budgets for 2017-2020. • Managed the Regional IT budget, prepared monthly forecasts and reported to Regional Finance and IT executives.

Reviewed, revitalised and completed delivery of a digital commerce replacement project in Malaysia resulting in increased channel revenue and improved customer satisfaction.Established and delivered a digital commerce replacement project in Philippines resulting in increased channel revenue and improved customer satisfaction.Key achievements:• Reviewed, revitalised and completed delivery of a digital commerce replacement project in Malaysia resulting in increased channel revenue and improved customer satisfaction.• Established and delivered a digital commerce replacement project in Philippines resulting in increased channel revenue and improved customer satisfaction.

Engaging with senior business stakeholders I led a multi-disciplinary and multi-country project team to develop and deliver a number of significant customer relationship programs including a series of face to face events and a digital content delivery platform for the APAC region.Key achievements:• Successful launch of the pilot of a new customer training and experience capability in Japan resulting in Live Events program customer satisfaction exceeding 85%.• Delivered a digital experience platform for deployment to six countries across APAC Project Manager (Systems Remediation) May 2014 – November 2015

Working with business stakeholders, the local IT support team and Corporate IT system support teams I implemented an ERP system performance remediation program that addressed a number of major business pain points. Significant process performance improvements were achieved through optimisation of business process and system technical changes.Key achievements:• Optimised the performance of the finance, inventory, logistics and customer ordering system delivering net reduction of over 50% of service incident tickets in six months and improved customer satisfaction.• Established structured operations and management meetings resulting in better coordination between ANZ IT business and systems support teams located offshore.• Developed the business case for the replacement of the existing ERP-based order management system with the new Corporate solution for the ANZ business – A$5M proposed budget. Project incorporated into APAC program and successfully delivered.

Following the successful migration project, Suncorp launched a project to upgrade the corporate finance and purchasing ERP system. For this project I led a team of 8-10 onshore and offshore functional specialists to develop and deliver the test program including SIT, UAT and post go-live validation. The upgrade included remediation of over 200 custom components and reports.To support the testing program, I developed and implemented a test management methodology and toolset based on Microsoft SharePoint. Working with the prime consulting team, the offshore support team and business subject matter experts, I led a team of 7 people to develop a library of over 300 test cases for reuse across the project test program and ongoing operational support. The test system included a defects management system that retained defect information for historical reference.Working with a number of external systems and business stakeholders, I developed the cut-over backlog data processing program for approximately 80 interfaces and managed the cut-over process.Key achievements:• Developed the test and defects management system and led the test execution team of 12 onshore and offshore, staff, contractors and partners and 25 business people resulting in successful go-live with no critical defects.

In 2011 Suncorp launched a project to migrate their corporate finance and procurement system (Oracle e-Business Suite) to an outsourced infrastructure operating model. My role was to manage the processing of the backlog of interface data that would accumulate during the cut-over period. The scope of work included inbound interfaces from banking and insurance operational systems and the core claims management system and outbound interfaces to bank payment systems (approximately 80 interfaces). I developed the approach and detailed schedule for cutover, then led the team of project analysts and external systems specialists to successfully complete processing. At the same time I worked with the operations and user support teams to develop the communications plan for the stakeholders affected by the migration outage.I also worked with the operations team to review and update their operating processes to ensure compatibility with the new operating model.Key achievements:• Led the cutover data interface backlog processing teams. Project team of 4 people plus multiple external systems support teams delivered approximately 80 interfaces on schedule.• Developed and implemented new operational support team tools and processes resulting in improved capability and efficiency.• Developed risk mitigation plans and the communications package in consultation with business process and systems stakeholders that minimised business disruption during project execution and systems cutover

MTC were about to embark on a major systems upgrade program with an estimated budget of approximately $3M. My role was to develop a program and project management decision-making methodology and execution framework that would support the program of work.Once the methodology and framework were approved by the executive management team and the Board, I wrote the business case for the program of work and gained approval from the Board to proceed with the program. In conjunction with the relevant executive team members I wrote the business cases for the first three key projects, being replacement of the finance system, the HR/payroll system and a key operational business system. On approval of these business cases I recruited lead business analysts for each project.Throughout this time I also worked closely with the IT operations team to deliver a number of smaller tactical projects and initiatives.Key achievements:• Developed and implemented a program and project governance and management framework. Gained approval of the Board and Executive Management Teams for the methodology and deployed to the business resulting in faster approval of projects and budget.• Developed and gained Board approval for the project business case for the replacement of HR, Payroll and Finance systems. Program budget A$2.8M.• Recruited specialist business analyst resources and launched two of the strategic projects.• Restructured the service management function and processes within the IT support team to improve the responsiveness of the team to requests for assistance from the field.

My primary role was to lead a team of functional and technical consultants to deliver Oracle E-Business Suite solutions to small and medium sized businesses and government departments and to provide project management support to these projects.The key project was the delivery of a rapid implementation (10 weeks) of Oracle E-Business Suite (finance and supply chain management) and Oracle CRM On Demand for a start-up technology distribution company. Both were delivered on time.I also reviewed and strengthened project management practices within the Dataweave business.

Phase 2 of the rollout of the Oracle solution required extensive integration testing of the new solution and the core asset management system for the Resources Division deployment (~500 users).My role was to develop and manage the integration test program. Key activities included:- Lead the functional integration test team- Adapt the existing test strategy to match Resources division scope of work- Create and gain business sign-off on the test plans for each test phase- Create the test execution management structure within the HP Quality Centre test support tool, allowing testers to build test cases and test sets within the tool- Report on test execution progress to senior stakeholders- Provide project management guidance and support to the Program Director, functional, technical and change team project managers at both a strategic and tactical level, including schedule, risk and cost management.Key achievements:- Successful completion of SIT and UAT for the Oracle EBS / Maximo asset management integration- Complete preparation for SIT and UAT for the Oracle eAM module testing phase (future)

In 2007 Leighton Contractors launched a project to migrate their core finance and project accounting systems from legacy bespoke systems to Oracle e-Business suite covering finance, project accounting, core HR, payroll for an organisation of over 6000 employees and multiple sites across Australia and New Zealand.My role primarily was to provide the business leadership for the technical project team (up to 25 people).Key achievements:- Successfully negotiated the software licensing agreement with the vendor. Value exceeded $5M.- Selected the preferred consulting service provision vendor through a rigorous RFP process- Managed the technical team program of work, schedule and budget- Provided Corporate IT management representation into the project and reported back to the IT management team- Established and monitored compliance with technical standards for the solution design and build across software development, platform architecture, data conversion and systems integration- Led the technical solution and system infrastructure design and delivery phase across both project team and external vendor resources- Provided leadership and mentoring to the functional and technical team project managers focusing on schedule and risk management.

As Program Manager my role was to lead the program to implement the new new core business systems across the four major operating business units of the business and the corporate head office. The project team comprised internal business subject matter experts, specialist contractors and service provider and vendor consultants. Total team size approximately 25 people.The business component of the project include standardising business processes and practices across the operating units and corporate office. The systems component included deployment of Oracle e-business suite comprising five finance modules and project costing and billing as well as the Kronos time recording system.Key achievements:- Established the program and project delivery frameworks for the business systems program of work.- Vendor selection using a rigorous RFP process- Successful implementation of an Oracle r11.5.10.2 financials and project accounting solution into the pilot division- Successful implementation of a Kronos time capture solution into pilot division (>250 users)

Tenix Defence was the major business unit of the Tenix group. My role was to develop IT systems policy and plans for the business unit, including identifying opportunities for systems integration and improvement both within the business unit and in conjunction with other business units. I provided recommendations to the Group management teams on policy and operational improvement and prepared a business case for the implementation of a new core finance and project accounting system based on Oracle e-Business Suite.Key activities included:- Develop business cases for IT systems upgrades and improvements.- Lead project teams on implementation of new business systems.- Support development of standardised business processes and systems usage.- Conduct IT systems and operations due diligence audits on potential acquisition targets.

Manager of Information Technology group for HdH.Group Manager Information Technology (post acquisition of HdH by Boeing Aircraft Corp in 2001)Responsible for IT operations across three sites in Australia.Develop strategic plan for IT.Active participation on parent company IT management committees.Major Achievements:- Network de-integration from Tenix and subsequent integration with Boeing Australia- Integration of the HdH network infrastructure with Tenix- Integration of an acquired subsidiary into the HdH network- Implementation of a high speed fibre optic network across the HdH Sydney manufacturing site (350 users, 1.2km dual cable ring, 7 nodes)- Upgrade of legacy manufacturing support system platform from DEC mainframe to DEC Alpha hardware with no unplanned system outages (350 users)- Integration of 3 manufacturing sites onto a single network backbone- Implementation of a full function IT Service Desk- Network de-integration from Tenix and subsequent integration with Boeing Australia

Manage the project delivery team within the Corporate IT group. Proejcts included both technology delivery and applications development.

Project management and engineering design of machinery and cargo control systems for oil tankers and cable laying ships.Project management and engineering design for specialist defence-related projects.